This study examines school leaders' implementation of collective bargaining agreements (CBAs) negotiated between teachers' unions and school district administration. Using interviews with school leaders and drawing on a structure-agency perspective, the research highlights the interplay between school leader decision-making, union power, and…

School districts are highly complex organizations. Leaders often feel frustrated by the failure of improvement efforts that are built with rational if-then structures when the intended goals are not met. During the design phase of this Participatory Action Research study, a group of Co-Practitioner Researchers (CPR) highlighted Trust and Coherence…

California has a notable history of investing in educational leaders' professional learning. In 1983, the state launched the California School Leadership Academy (CSLA), which it funded until the academy was discontinued due to statewide budget cuts in 2003. Research showed that CSLA was a source of high-quality professional development. In 2019,…

A new wave of research suggests that strong, coordinated support among offices with central school districts can help to advance deeper learning for all students. However, central offices have traditionally served mainly as administrative or fiscal pass-throughs for federal and state initiatives, managing certain local operations such as…

There is a growing need across PreK-12 urban school systems in the United States to support and create the conditions for academic, social, and emotional success for children and youth of subgroups who have historically been marginalized. In public school organizations with high leadership churn, how might central office systems-level leaders set…

A principal's job is complex, demanding, and multi-faceted. Effective principals shape a school's academic vision and foster a climate for learning. In addition, they develop leadership capacity in teachers and staff, promote sound instructional practices, and use resources and data to drive school improvement (Mendels, 2012). Given these…

This work attempts to examine instructional leadership from a peer influence perspective within a districtwide network of educational leaders. This approach to instructional leadership supplements a conventional understanding of technical core of professional collaboration. We argue from a social network perspective that individual perception is…

Purpose: The social aspect of leadership is often overlooked in the educational reform. This study aims to address the dearth of work in the social space around leadership and examines two different types of relational ties between leaders that capture the affective and work-related aspects of interpersonal relationships. Research Method: This…

Purpose: Secondary school leadership provides multiple challenges in terms of the diversity of tasks, multiple demands on time, balancing communities and attending to instructional programming. An emerging scholarship suggests the importance of a distributed instructional leadership approach to high school leadership. However, what has been less…

Though scholars agree that professional development (PD) is a key mechanism for implementing education policies that call for teacher change, and that PD generally needs to be content-focused, active, collaborative, coherent, and sustained, the application of this framework has yielded mixed results. In this qualitative study, we employed…

This brief summarizes the practices of successful, instructionally engaged leaders and the ways districts develop these leaders. These practices are drawn from "positive outlier" districts in California that have excelled at helping African American, Latino/a, and White students achieve at high levels on assessments of academic standards…

In August 2010, the California State Board of Education adopted the Common Core State Standards (CCSS). Three years later, the president of the State Board, Dr. Michael Kirst, noted that CCSS "changes almost everything," including what teachers teach, how they teach, and what students are expected to learn (Kirst, 2013). Echoing his…

This paper describes outcomes of a series of teacher professional development grants that put teachers in the driver's seat of their own professional learning. Teachers used grant funds to build a team, select a focus for their teams' professional growth, and take actions that they felt would be most effective in helping them improve their…

School district central offices regularly engage with external partners in improvement efforts, but these partnerships are not always productive. Indeed, little is known about under what conditions partnerships are likely to lead to organizational learning outcomes. We conducted a longitudinal comparative case study of two departments in one urban…

What does it take to transform a large, bureaucratic institution with a fractured culture and a compliance orientation into a nurturing, collaborative, vision-directed organization? In 2017, the California Department of Education's Expanded Learning Division (after-school and summer programs) took a radically different approach by cultivating the…